Phil Woolas: On 30 January I announced that in response to our Invitation to Councils we had received 26 proposals from local authorities for the creation of unitary local government in their areas.
	We have now completed our assessment of these proposals against the five criteria set out in the Invitation. These criteria are that change to future unitary structures must be affordable, and be supported by a broad cross section of partners and stakeholders; and the future structures must provide strong, effective and accountable strategic leadership, deliver genuine opportunities for neighbourhood flexibility and empowerment, and deliver value for money and equity on public services.
	On the basis of this assessment my right hon. Friend the Secretary of State has decided that the following unitary proposals will proceed to stakeholder consultation.
	
		
			 Councils Submitting Proposals Proposed unitary structure 
			 Bedford Borough Council A unitary authority for Bedford 
			 Bedfordshire County Council A unitary authority for Bedfordshire 
			 Cheshire County Council A unitary authority for Cheshire 
			 Chester City Council Two unitary authorities for Cheshire 
			 Cornwall County Council A unitary authority for Cornwall 
			 Cumbria County Council A unitary authority for Cumbria 
			 Durham County Council A unitary authority for Durham 
			 Exeter City Council A unitary authority for Exeter 
			 Ipswich Borough Council A unitary authority for Ipswich 
			 Northumberland County Council A unitary authority for Northumberland 
			 The Northumberland District Councils Two unitary authorities for Northumberland 
			 Norwich City Council A unitary authority for Norwich on existing boundaries 
			 North Yorkshire County Council A unitary authority for North Yorkshire 
			 Shropshire County Council A unitary authority for Shropshire 
			 Somerset County Council A unitary authority for Somerset 
			 Wiltshire County Council A unitary authority for Wiltshire 
		
	
	In reaching her decision, my right hon. Friendhas had regard to the submitted proposals, any supplementary material submitted by the proposers themselves, and other available relevant information. Her judgment is that there is at least a reasonable likelihood that these proposals, if implemented, would achieve the outcomes specified by the five criteria.
	We are launching this consultation today, seeking the views of partners and stakeholders in the areas affected by the proposals. As the Invitation explains, partners and stakeholders include all local authorities, thewider public sector, the business community, and the voluntary and community sector. It is, however, open to anyone to respond to the consultation document that we are issuing today, copies of which are placed in the Library of the House.
	We are in particular seeking views on the extent to which consultees believe the proposals would deliver the outcomes specified by the criteria, and in the case of the alternative proposals for Bedfordshire, Cheshire and Northumberland, which of the alternatives in each case would better deliver those outcomes.
	The consultation will run until 22 June 2007.
	After the stakeholder consultation, we will consider very carefully all the representations that we have received. Proposals will proceed to implementation if, and only if, when we take our final decisions, we remain satisfied that they meet the criteria, and that the overall use of reserves remains affordable, having regard to the prevailing fiscal position and the risks around the estimated costs of implementation.
	As explained in our original Invitation, implementation of any proposals involving transitional costs financed by the use of reserves impacts on planned public expenditure totals. Any use of reserves must therefore in aggregate be within the limited envelope available.
	It was because of this limited envelope that the Invitation stated that the Government think it unlikely that it would be able to implement more than eight proposals, but that this maximum number would not preclude the Government from deciding to implement more if they offered good value for money and were affordable.
	If when we take our final decisions there are more proposals that meet the criteria than we can afford to implement, we will prioritise in order to decidewhich ones to implement. We will consult during our main stakeholder consultation on the proposedmeans of prioritising restructuring proposals in such circumstances.
	If implemented, the proposals could, on the basis of current estimates, save up to around £200 million annually.
	In those cases where there are alternative proposals, any decision on implementation will necessarily involve a decision as to which option should proceed. If we were to decide that Bedford Borough's proposal should proceed to implementation we may need to consider the future local government structures in the remaining county area which might no longer be a viable two-tier area.
	The legislative provision necessary to implement unitary proposals is contained in the Local Government and Public Involvement in Health Bill which is currently before the House.
	Finally, in respect of the following proposals, my right hon. Friend has decided that, having regard to the available relevant information, there is not a reasonable likelihood that, if implemented, they would achieve all the outcomes specified in the five criteria, and that accordingly they should not proceed to stakeholder consultation.
	
		
			 Councils submitting Proposals Proposed unitary structure 
			 Mid and South Bedfordshire District Councils A unitary authority covering mid and south Bedfordshire 
			 The Cornwall District Councils A unitary authority for Cornwall 
			 The Durham District Councils A unitary authority for Durham 
			 Ellesmere Port and Neston Borough Council Three unitary authorities for Cheshire 
			 East Riding of Yorkshire District Council A unitary authority covering East Rising and Selby 
			 Lancaster City Council A unitary authority for Lancaster 
			 Oxford City Council Three unitary authorities for Oxfordshire 
			 Burnley Borough Council A unitary authority for Burnley 
			 Preston City Council A unitary authority for Preston 
			 South Somerset District Council Two unitary authorities for Somerset

Derek Twigg: Over the past 12 months the Ministry of Defence has undertaken a thorough review of the Defence Medical Services (DMS) manpower requirement. The aim of this review was to determine the number of uniformed, regular DMS personnel required to support operations consistent with overall Defence Planning Assumptions, provide full healthcare and allow for continued training and the provision of headquarters staff during deployment. The review has now been completed and I am now in a position to inform the House of the new DMS manpower requirement. I am convinced it provides a credible baseline on which the DMS can base its planning and ensure that the excellent level of healthcare which it provides both on operations and, in collaboration with the NHS, in the UK, is sustained into the future.
	The last full review of the DMS uniformed regular manpower requirement took place at the time of the Strategic Defence Review (SDR) over eight yearsago, and produced a requirement for a grand total of 8,970 posts (the 'SDR total'). This however exceeded the available medical manpower, and subsequent experience in support of deployed operations showed that a different balance of medical specialisms was more appropriate. Hence a lower overall figure was adopted as a pragmatic interim basis for funding a different mix of established posts (the 'established liability'). To ensure that the requirement was valid not just in the light of emerging practice on operations since SDR, but also to be consistent with current defence-wide planning assumptions, a formal review was undertaken, starting in January 2006. The review was carried out by the multi-disciplinary Medical Operational Capability (Med Op Cap) project team, drawing on previous studies, lessons learned work, high-level operational analysis and incorporating military judgment.
	The overall result of this work is that the DMS baseline uniformed regular manning requirement(the 'Med Op Cap requirement') has now been set at 7,573 posts plus an additional manning and training margin of 678, making a grand total of 8,251 posts.
	This compares to the previous established liability of 7,741 posts plus a manning and training margin of 543, making a grand total of 8,284 posts.
	The SDR grand total of 8,970 posts did not separately specify within it a manning and training margin.
	As at 1 January 2007, the uniformed regular manning was 6,497 (namely, the number of people we actually have, rather than the number of posts required).
	There are also some significant changes within individual medical cadres between the SDR and the Med Op Cap requirement, with some cadres increasing and some decreasing. Some additional potential for civilianisation of up to 320 posts in the Med Op Cap total requirement was identified by the review, which will be investigated further.
	I shall place full details of the new requirements against individual cadres in the Library of the House. It is a necessarily complex package, but one which provides an essential building-block for the DMS to focus its efforts on addressing the most critical shortfalls.
	The impact of the new requirement on the individual career paths for personnel in the Royal Navy, Army and RAF Medical Services will be small. The review has validated the existing policy of maximising capability from staffing our Field Hospitals on a collaborative tri-Service basis.
	The Government are committed to ensuring that the DMS continues to be sufficiently flexible to respond to future operational challenges. The recent review of the DMS uniformed regular manpower requirement is a necessary and positive step to achieving this.

Stephen Ladyman: My right hon. Friend the Secretary of State for Transport has set a range of high-level targets for the 2007-08 year on behalf of the agencies within the Driver, Vehicle and Operator Group; the Driving Standards Agency, the Driver and Vehicle Licensing Agency, the Vehicle Certification Agency and the Vehicle and Operator Services Agency and on behalf of the Government Car Despatch Agency. They are included in the agencies' business plans together with their associated measures. The plans also include a range of management targets, performance indicators and key tasks which are appropriate to the agencies' businesses. Copies of the business plans will be placed in the Libraries of both Houses shortly.
	
		
			 The key targets for the Driving Standards Agency are: (1) 
			 Appointments available within 9 weeks at 90% of permanent car driving test centres. 
			 To achieve candidate satisfaction with the overall service received at 90% or above. 
			 Improve standards of new drivers  Deliver 6,000 Arrive Alive presentations to include 10% targeted at special needs groups such as young offenders, older drivers and people with disabilities. 
			 Improve standards of professional drivers:  To have 10 training courses accredited as suitable for lorry drivers CPC Periodic Training and 30 for bus and coach drivers by 31 March 2008 
			 Contribute to the Government's Motorcycle Strategy by  Populating the new Post Test Motorcycle Register with qualified and quality assured motorcycle instructors/trainers and make it available to the public by 31 March 2008 so they can make an informed choice of trainer/instructor. Delivering an interactive  Ultimate Biking Skills DVD to retail, aimed at improving a resource for qualified motorcyclists to improve riding and safety  Develop a national network of test centres to enable off-road tests for motorcyclists, with a milestone target for March 2008 of 40% of customers being within 45 minutes/20 miles of such a centre. 
			 To initiate 3 new pilot projects aimed at improving driver education and training and raising standards of high risk groups such as novice drivers. 
			 To progress to conclusion 250 investigations in relation to impersonation/ID fraud and actively seek prosecutions where applicable. 
			 Electronic take-up - Achieve 64% of theory test bookings and 64% of car practical test bookings being made on-line by 31 March 2008. 
			 Deliver the value for money plan targets for 2007-08 (£6m). 
			 The key targets for the Driver and Vehicle Licensing Agency are: 
			 Maintain or improve customer satisfaction at a rate of 90%  The annual DVLA Customer Satisfaction Survey 
			 Maintain or improve on the standard of services to the customer.  Achieve target for at least 16 of the 18 major service deliver measures. 
			 Deliver customer choice for operational services through increasing the number of inbound services available via electronic channels.  Maintain volume of existing inbound services available that could be completed electronically, at 64% of the total inbound service volume by 2008.  Deliver the facility for customers to purchase personalised registration numbers online.  Complete the system build enabling vehicles to be tracked through the motor trade.  Deliver the facility for driving licence holders to electronically:  Renew their driving licence at 70  Notify a change of address  Request duplicate licence  Request a new-style licence. 
			 Gershon Efficiency - Deliver the benefits agreed in the DVO Value for Money Plan:  1. Revenue expenditure gain  2. Workforce change  3. Increase in VED collected  4. Increase the net income realised from the sale of personalised registration numbers and income from cherished transfers  The running rate to achieve the final 2007-08 VfM targets are:  1. A total of £50 m compared to the baseline as at 1 April 2004.  2. Reduce the number of FTE posts by 575 compared with the I April 2004 figure,  3. Achieve a level of at least £70m above the 2002-03 Roadside Survey result.  4. A £5m increase compared to the baseline as at 1st April 2004. 
			 To deliver a programme of e-service capability across the consumer commercial and business sectors.  Volume of inbound services delivered electronically is at least 30% of the inbound volume available electronically by March 2008. 
			 Accurate Records - Vehicles Register: Maintain 97.5% of current vehicle keepers as the level to be successfully traced from the record.   Accuracy Survey 2007. 
			 Drivers and Vehicles Registers—The data sets needed for an intended purpose are accurate.  To achieve complete accuracy in at least 97.5% of vehicle registration documents input.  To achieve complete accuracy in at least 97% of driving applications input. 
			 Enforcement - Reduce VED evasion to 2.5% by December 2007 [This target is subject to review].  The Annual Roadside Survey. 
			 Continue to work with Transport for London in the delivery of their Mayor's Air Quality Strategy.  Support Transport for London in their work to introduce the London Low Emission Zone by their due date. 
			 The key targets for the Vehicle Certification Agency are: 
			 To provide a class-leading service in type approval and certification  90% turnaround of system and component type approval certificates within 9 working days  95% of appraisal reports on our technical performance from independent panel members deemed to have no critical defects.  Expand consistency of processes and standards across the global network.. 
			 Maintain (or improve) customer satisfaction levels.  Existing customer survey processes to be run in 2007-08 and maintain at least 4/5 score (Very Good). 
			 To ensure the continued integrity of VGA's approvals.  Carry out a programme of Conformity of Production inspections. 
			 Target new emerging manufacturing markets to ensure that products fully meet EU standards.  Increase number of certificates issued by VCA in China and India by 10% on 2006-07. 
			 To monitor compliance of safety critical vehicle systems and components in the UK marketplace to meet EU standards.  Complete the test programme to be agreed with TTS/CFU/MIU. 
			 Delivery of recommendations made in the VCA/TTS report on the use of virtual tools.  Delivery in Ql of final VCA/TTS report.  Identify VCA tools and techniques by December 2007  Formulate forward programme by December 2007. 
			 To carry out and enforce an annual programme of in-service emissions testing.  Complete programme by March 2008. 
			 Improve utilisation year on year.  Increase utilisation by an additional 2% points. (Aim is 65% by 2010/11 - 2% points is targeted to achieve 60% in 2007-08). 
			 To achieve a surplus on a full cost basis and deliver benefits consistent with the Value for Money plan.  To achieve £50k surplus on a full costs basis.  Deliver the benefits consistent in the Value for Money Plan maintaining at least £450k of cost savings and efficiency and effectiveness improvements.  Invest £100k in professional skills and capability development. 
			 The key targets for the Vehicle and Operator Services Agency are: 
			 Maintain or improve customer satisfaction.  To improve on the previous year's achievement, or maintain satisfaction at or above 90%. 
			 Increase range of electronic services available to customers.  Delivered portfolio of information services:  Operator compliance Risk Score reports.  Test History Maintenance reports.  Vehicle Encounter reports.  On-line vehicle test bookings service available to commercial customers. 
			 Improve the consistency of vehicle testing services across the country.  I/3rd reduction in the variation of the initial test fail rates from 2006-07 national average whilst maintaining quality test standards. 
			 Improve the quality and consistency of the private vehicle testing service to the public,  Delivered a risk based enforcement system to target the serious and serially non-compliant Vehicle Testing Stations (VTS). 
			 Contribute to improved road safety through better targeting on non-compliant vehicles and drivers.  65% improvement in targeting of enforcement action at the roadside compared with 2004-05.  35% increase in the number of dangerous vehicles and drivers being taken off the road compared with 2004-05. 
			 Contribute to more reliable journeys on the strategic road network, improved road safety, minimised congestion.  20% increase in volumes of checks nationally on 'at risk' goods vehicles on international journeys compared with 2006-07. 
			 Reduce the burden of commercial operation.  Implemented DfT plan for licensing reform.  Delivered DfT plan for Graduated Fixed Penalties and Deposits. 
			 Deliver modernised support services to Traffic Commissioners.  80% of new Service Level Agreement measures with Traffic Commissioners achieved. 
			 Deliver final year of VOSA's 4-year Value for Money Plan.  4 year cumulative plan delivered:  £13.3m cost saving.  469 gross headcount reduction*.  16% increase in effectiveness.  * 109 can be redirected into front-line enforcement activity 
			 Increase the take-up of existing electronic services available to customers.  69% overall take-up achieved for existing e-services. 
			 The key targets for the Government Car and Despatch Agency are: 
			 To break even on an accruals basis 
			 To maintain a high level of customer satisfaction through the following:  To maintain a Customer Satisfaction Index (CSI) score at least at 2005-06 levels of 86.7%  To maintain accreditation for ISO 9001 
			 To reduce the environmental impact of the Agency  By March 2008 to reduce the average tailpipe emissions of the Government fleet by 5% compared with March 2007 levels  To increase the use of alternative engine and fuel technology in GCDA vehicles by 10% by March 2008 against 2006-07 levels 
			 To reduce the administrative charges to customers by 2% against 2006-2007. 
			 (1 )Secretary of State Targets (target measures are italicised)

John Hutton: Today I am publishing "Working for Children" (Cm:7067) which includes our response to recommendations made in the report "Delivering on Child Poverty: what would it take?" by Lisa Harker in November 2006. It is only one element of a cross-governmental child poverty strategy and sets out the additional measures DWP will take to maximise its contribution to the ambitious targets of halving child poverty by 2010 and eradicating it by 2020.
	Building on the announcements made in the Budget to take a further 200,000 children out of poverty by increasing tax credits and wider support for parents, "Working for Children" refocuses £150 million of resources within the Department for Work and Pensions towards greater support for families.
	Measures include:
	Piloting a New Deal for Families approach so more families get access to support that is often only available for lone parents. To do this we will extend support available in the New Deal for Lone Parents Plus pilot areas to all families with children in those areas.
	Extending the New Deal for Lone Parents Plus scheme to help more lone parents benefit from this service and signalling initial support ahead of a period of consultation for recommendations from David Freud to increase obligations on lone parents with older children to look for work.
	Providing more support to families, particularly in London where employment rates lag, including widening and improving the in-work credit scheme which provides additional financial support for lone parents as they make the transition to work.
	Changing Jobcentre Plus systems so parents are properly identified in the benefit system for the first time and record the childcare needs and preferences of all parents - not just lone parents as at present.
	Providing advice and support for the partners of parents claiming Jobseekers Allowance, with the introduction of mandatory six-monthly work-focused interviews for this group.
	We have made significant progress by lifting 600,000 children out of relative poverty since the Prime Minister set the historic target in 1998 to eradicate child poverty by 2020.
	Our success in helping people into work has been key to reducing child poverty. We have seen 2.5 million more people in work than in 1997 and there are now over 1 million lone parents in employment. We need to continue to build on this success but recognise there is more to do if we are to reach our goal.
	Copies of the report are available from the Vote Office and the Printed Paper Office.

Depleted Uranium Oversight Board

Derek Twigg: The Depleted Uranium Oversight Board (DUOB) was established in 2001 to oversee a screening programme for veterans of the 1991 Gulf conflict and subsequent Balkans operations concerned about possible exposure to depleted uranium. Testing based on the analysis of urine samples for trace quantities of uranium isotopes was offered between 2004 and 2006. A total of 496 applicants completed the test.
	The final report of the DUOB is now available and can be accessed from the website www.duob.org.uk
	The board was unable to achieve complete consensus on the interpretation and significance of the test results. However, no evidence of the excretion of depleted uranium was found in the urine of any of the test participants. According to mainstream scientific and medical opinion, this means that none had suffered an exposure to DU of sufficient magnitude likely to cause a risk to their health.
	I welcome these findings and believe they will have provided valuable reassurance and peace of mind to the veterans concerned.